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Subject Code: 02BT305 Course Objective: Object-oriented programming (OOP) is a Programming Paradigm that uses objects data structures consisting of data fields and methods together with their interactions to design applications and computer programs. Unit – 1 Introduction to OOP: Procedural Programming, Object oriented Programming Paradigm, Basic concept of object oriented programming: Object, class, data abstraction and encapsulation, Inheritance, Polymorphism, dynamic binding, message passing, application of OOP. Unit - 2 Tour of C++: Application of C++, A simple C++ program, structure of C++ program. Basic Facilities: Data Types, new operators and keywords, Type conversions in C++, Classes and Objects, Defining data members and member functions, Static class members, Array of objects, Constructors and Destructors Unit - 3 Inheritance: Introduction, Base class and derived class, Types of Inheritance: single, multilevel, multiple, hierarchical, hybrid, Virtual base class, Abstract class, this pointer, Virtual functions and pure virtual functions. Unit - 4 Polymorphism: Run time, Compile time, Early binding, Late binding, Functions: Call by reference, Function overloading, Inline Functions, Friend Functions. Unit - 5 Operator Overloading: Overloading unary and binary operators, overloading using friend functions. Exception handling: Error Handling, Exception Specification (i.e. Usage of Try, Catch, Throw). Examination Scheme:
Component Assignment Mid Term Examination
University Examination
Total
Weightage 25 15 60 100
Reference Books: 1. James Rumbaugh, “Object Oriented Modeling and Design”, PHI 2. Herbert Schieldt, “The Complete Reference: Java”, TMH. 3. E. Balaguruswamy, “Programming in JAVA”, TMH. 4. Thinking in C++ - Bruce Eckel. 5. Rajesh K. Shukla “Object Oriented Programming in C++”.
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Total Quality Management
Subject Code: 02BT306
Course Objective: To make students familiar with Quality and Quality Control, Inspection and Quality Characteristics Demig’s Philosophy, Characteristics of Quality Leaders, Benchmarking and competitive analysis Quality by design, and Control Charts for attributes ,p chart , n p chart, c chart or U chart, Introduction to design experiments, Terminology used in design experiments, some important design , quality control.
Unit1: Quality and Quality Control, Inspection , Quality Characteristics, Probability Distributions, Binomial Distribution, Poisson Distribution , Normal approximation to binomial, Evolution of Quality, TQM concepts.
Unit2: Demig’s Philosophy , Gurus of TQM, 5 Principles of TQM , History of Quality control in India, TQM organization, Leadership, Characteristics of Quality Leaders, Role of TQM Leadership
Unit3: Continuation Process Improvement, the PDSA cycle, 6 sigma Quality, Tools and Techniques of TQM, Benchmarking and competitive analysis, Quality by design, statistical process control, TQC tools, process capability.
Unit4: Control Charts for attributes ,p chart , n p chart, c chart or U chart, acceptance sampling, types of sampling plans, operating characteristics curve, double Sampling plan, reliability, redundancy,
Unit5: Experimental design, Introduction to design experiments, Terminology used in design experiments, some important design , quality control, statistical quality control tables, Binomial Distribution, Poisson Distribution , Normal Curve , T distribution, Chi- Square Distribution. Reference Books 1. DaleH.Besterfield et al, Total Quality Management, Third edition, Pearson Education (First Indian Reprints 2004). 2. ShridharaBhat K, Total Quality Management – Text and Cases, First Edition 2002, Himalaya Publishing House. 3. William J.Kolarii, Creating Quality, Mcgraw Hill, 1995. 4. Poornima M.Charantimath.Total Quality Management, Pearson Education, First Indian Reprint 2003
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Human Resource Management
Subject Code: 02BT307
Objectives: The objective of the course is to familiarize students with the different aspects of managing Human Resources in the organization through the phases of acquisition, development and retention.
Course Contents
Unit I:
Introduction: Concept, Nature, Scope, Objectives and Importance of HRM; Evolution of HRM; Challenges of HRM; Personnel Management vs. HRM.
Unit II:
Acquisition of Human Resources: HR Planning: Meaning, Objectives, Significance & process; Job Analysis – Job Description and Job Specification; Difference between Recruitment and Selection
Unit III:
Training and Development: Concept and Importance of Training; Types of Training; Design of Training Programs; Evaluation of Training Effectiveness. Job Changes – Transfers, Promotions/Demotions, separations & Lay Off.
Unit IV:
Job Evaluation – Concept, Process and Significance; Components of Employee Remuneration – Base and Supplementary; Performance and Potential Appraisal – Concept and Objectives; Traditional and Modern Methods, Limitations of Performance Appraisal Methods, 360 Degree Appraisal Technique; Overview of Employee Welfare, Health and Safety, Social Security.
Unit V:
HRM Strategies for the New Millennium: Role of HRM in strategic management; human capital; emotional quotient; mentoring. Socialization & Paternalistic approach.
Text Books
1. Aswathappa, K., (2010), Human Resource Management, McGraw Hill Education. 2. DeCenzo, D. A. and Robbins, S.P. (2007), Fundamentals of Human Resource Management,
9th edition, John Wiley. 3. Durai, Praveen, (2010), Human Resource Management, Pearson Education. 4. Monappa, A. and Saiyadain, M: Personnel Management, McGraw-Hill Education.
5. Dessler, Gary : Human Resource Management, Pearson Education.
6. Jyothi, P. and Venkatesh, D.N, (2006), Human Resource Management, Oxford Higher
Education.
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QUESTION BANK FOR
OBJECT ORIENTED
PROGRAMMING & C++
(02BT305)
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OBJECT ORIENTED PROGRAMMING USING C++
UNIT – I
SECTION: A
1) C++ was originally developed by:
a) Nicolas Wirth
b) Donald Knuth
c) Bjarne Stroustrup
d) Ken Thompson
2) The standard C++ comment :
a) /
b) //
c) /* and */
d) None of these
3) The preprocessor directive #include is required if
a) Console output is used
b) Console input is used
c) Both a and b
d) None of these
4) When a language has the capability to produce new data type, it is called:
a) Extensible
b) Overloaded
c) Encapsulated
d) Reprehensible
5) State the object oriented languages:
a) C++
b) Java
c) Eiffel
d) All the above
6) The value of EOF is :
a) 1
b) 0
c) Infinity
d) -1
7) What is the notation used to place block of statements in a looping structure in C++?
a) % %
b) ( )
c) { }
d) None of the Above
8) Which of the following language given below uses the concepts of OOPs?
a) C++
b) Java
c) C#
d) All the above
9) What is used to convert C++ source code in to object modules?
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a) Compiler
b) Linker
c) Both a and b
d) None of the Above
10) The first fully Object-oriented language is :
a) Java
b) C++
c) Simula
d) None of the above
11) Which of the following remains static in a C++ program?
a) Class
b) Object
c) Both a and b
d) Noen of the above.
12) Objects have :
a) Behavior
b) State
c) Both A and B
d) None of the Above
13) An instance of a user-defined type is called :
a) Class
b) Object
c) Method
d) None of these
14) The isolation of data from direct access by a C++ program is called as :
a) Data Hiding
b) Data Isolation
c) Data Encapsulation
d) None of the Above
15) Which of the following denotes feature of OOPS? :
a) Inheritance
b) Encapsulation
c) Polymorphism
d) All the Above
Answers:
1) ( c ) Bijarne Stroustrup
2) ( b) //
3) ( c ) Both a and b
4) ( a) Extensible
5) ( d) All the above
6) ( d) -1
7) (c ) { }
8) ( d) All the above
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9) ( a) Compiler
10) ( c) Simula
11) ( a ) Class
12) ( c) Both a and b
13) ( b) Object
14) ( a ) Data hiding
15) (d ) All of the above
SECTION: B
1) What is procedure oriented language?
Conventional programming, using high level language such as COBOL, FORTRAN and C
are commonly known as procedure oriented language (POP). In POP numbers of functions
are written to accomplish the tasks such as reading, calculating and printing.
2) Give some characteristics of procedure oriented language?
Emphasis on doing thing (algorithms).
Larger programs are divided into smaller programs known as functions.
Most of the functions share global data.
Data move openly around the system from function to functions.
Employs top down approach in program design.
3) What are the features of object oriented programming language?
Emphasis is on data rather than on procedure.
Programs are divided in to objects.
Data is hidden and cannot accessed by external functions
Follows bottom up approach in program design.
4) What are the basic concepts of OOPS?
Objects
Classes
Data abstraction and Encapsulation
Inheritance
Polymorphism
Dynamic binding
Message passing
5) What is data abstraction?
The insulation of data from direct access by the program is called the data hiding or
information hiding. The data is not accessible to the outside world and only those functions,
which are wrapped in the class, can access it.
6) Write the process of programming in an object oriented language?
Create classes that define objects and their behaviour.
Creating objects from class definition.
Establishing communication among objects.
7) What are the advantages of OOPS?
The principle of data hiding helps the programmer to build secure programs that cannot be
invaded by code in other parts of the program.
It is possible to have multiples instances of an object to co-exist without any interference.
Object oriented programming can be easily upgraded from small to large systems.
Software complexity can be easily managed.
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8) What are the features required for object based programming language?
Data encapsulation
Data hiding and access mechanisms.
Automatic initialization and clear up of objects
Operator overloading.
9) What are the features required for object oriented programming language?
Data encapsulation
Data hiding and access mechanisms.
Automatic initialization and clear up of objects
Operator overloading
Inheritance
Dynamic binding.
10) What are the application areas of OOPS?
Real time systems
Simulation and modeling
Object oriented systems
AI and expert systems
11) What are objects?
Objects are basic run time entities in object oriented system. They may represent a person, a
place, a bank account, a table of data or any item that the program has to handle. Each object
has the data and code to manipulate the data and these objects interact with each other.
12) What is a class?
The entire set of data and code of an object can be made a user defined data type with the
help of a class. Once a class has been defined, we can create any number of objects belonging
to the class. Classes are user defined data types and behave like built in types of the
programming language.
13) What is encapsulation?
Wrapping up of data and function within the structure is called as encapsulation.
14) What are the features of C++?
Since C++ allows us to create hierarchy related objects, we can build special object oriented
libraries, which can be used later by any programmer.
C++ is easily maintainable and expandable.
C part of C++ gives language the ability to get close to the machine level details.
It is expected that C++ will replace C as general purpose language in the near future.
15) What are the rules of naming the identifiers in C++?
Only alphabetic characters, digits and underscore are permitted.
The name cannot start with a digit.
The upper case and lower case letter are distinct.
A declared keyword cannot be used as identifier.
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UNIT – II
SECTION: A
1) The operator << is called:
a) Insertion operator
b) Put to operator
c) Either a or b
d) None of these.
2) The operator >> is called:
a) Extraction operator
b) Get form operator
c) Either a or b
d) None of these
3) A constructor is called whenever:
a) A object is declared
b) A object is used
c) A class is declared
d) A class is used
4) A class having no name:
a) Is not allowed
b) Can‘t have a constructor
c) Can‘t have a destructor.
d) Can't be passed as an argument
5) The differences between constructors and destructor are:
a) Constructors can take arguments but destructor can't
b) Constructors can be overloaded but destructors can't be overloaded
c) Both a and b
d) None of these
6) A destructor takes:
a) One argument
b) Two argument
c) Three arguments
d) Zero arguments
7) Constructors are used to:
a) Initialize the objects
b) Construct the data members
c) Both a & b
d) None of these
8) In C++ a function contained within a class is called:
a) A member function
b) An operator
c) A class function
d) A method
9) Variables that are declared, but not initialized, contain:
a) Blank spaces
b) Zero
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c) Garbage value
d) None of these
10) In C++ 14 % 4=
a) 1
b) 2
c) 3
d) 4
11) The name of a variable is known as its:
a) Identifiers
b) Constant
c) Data type
d) Base
12) A variable is given a value through:
a) Osmosis
b) The cout statement
c) The <iomanip.h> header file
d) An assignment statement
13) Reference to its own class can be accepted by :
a) Constructor
b) Copy constructor
c) Both a and b
d) None of the above
14) The member functions of a class can be defined outside the class using
a) Extraction Operator
b) Insertion Operator
c) Scope resolution operator
d) None of the Above
15) The block of memory allocated by the new is released by using :
a) Delete
b) Realloc
c) Both a and b
d) None of the Above
Answers:
1) (c) Either a and b
2) (c) Either a and b
3) (a) A object is declared
4) (c) Can‘t have a destructor.
5) (c ) Both a and b
6) (d) Zero arguments
7) (a) Initialize the objects
8) ( a) A member function
9) ( c) Garbage value
10) (b) 2
11) (a) Identifiers
12) ( d) An assignment statement
13) ( c) Scope resolution operator
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14) ( a) Pointer
15) ( a) delete
SECTION: B
1) What are the data members and member functions?
Classes use the concept of abstraction and are defined as a list of abstract attributes such as
size, weight and cost and uses functions to operate on these attributes.
The attributes are sometimes called as data members because they hold information. The
functions that operate on these data are called as methods or member functions.
EX: int a, b; // a, b are data members.
Void getdata (); // member functions.
2) What are the tokens?
The smallest individual units in a program are known as tokens. C++ has the following
tokens:
Keywords
Identifiers
Constants
Strings
Operators
3) What are the keywords?
The keywords are the explicitly reserved identifiers and cannot be used as names for the
program variable or other user defined program elements.
Ex: if, switch, union etc.
4) What are the operators available in C++?
All operators in C are also used in C++. In addition to insertion operator << and extraction
operator >>the other new operators in C++ are:
: Scope resolution operator
: : * Pointer to member declarator
->* Pointer to member operator
.* Pointer to member operator
Delete memory release operator
Endl Linefeed operator
New Memory allocation operator
Setw Field width operator
5) What is scope resolution operator?
Scope resolution operator is used to uncover the hidden variables. It also allows access to
global version of variables. Scope resolution operator is used to define the function outside
the class.
Syntax:
Return type<class name> :: <function name>
Eg: Void X : : getdata()
6) What are the free store operators or memory management operator?
New and delete operators are called as free store operators since they allocate the memory
dynamically. New operator can be used to create objects of any data type. Delete operator is
used to release the memory space for reuse.
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7) What are manipulators?
Setw , endl are known as manipulators.
Manipulators are operators that are used to format the display. The endl manipulator when
used in an output statement causes a line feed to be inserted and its effect is similar to that of
the newline character ―\n‖.
8) Define constructor?
A constructor is a special member function whose task is to initialize the objects of its class.
It is special because its name is same as class name. The constructor is invoked whenever an
object of its associated class is created. It is called constructor because it constructs the values
of data members of the class.
Eg:
Class Integer
{
---------
Public:
Integer(); // constructor
--------
}
9) Define default constructor.
The constructor with no argument is called default constructor.
Eg:
Class Integer
{
Int m ,n;
Public:
Integer(); // constructor
--------
}
Integer: : Integer () // default constructor
{
m=0; n=0;
}
10) Define parameterized constructor?
Constructor with arguments is called parameterized constructor.
Class Integer
{
Int m ,n;
Public:
Integer (int x, int y) // parameterized constructor
{
m=x ; n=y;
}
11) Define copy constructor.
A copy constructor is used to declare and initialized an object from another object. It takes a
reference to an object of the same class as an argument.
Eg: integer i2(i1);
12) Define dynamic constructor.
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Allocation of memory to objects at time of their construction is known as dynamic
constructor. The memory is allocated with the help of NEW operator.
13) Define destructor.
It is used to destroy the object that has been created by constructor. Destructor name is also
same name as class name preceded by tilde symbol (~);
14) Write some special characteristics of constructor.
They should be declared in public section.
They are invoked automatically when the objects are created.
practically no items will fail to meet specifications.[10]
This is based on the calculation
method employed in process capability studies. Capability studies measure the number of
standard deviations between the process mean and the nearest specification limit in sigma
units. As process standard deviation goes up, or the mean of the process moves away from
the center of the tolerance, fewer standard deviations will fit between the mean and the
nearest specification limit, decreasing the sigma number and increasing the likelihood of
items outside specification
Sigma Normal distribution
11. What is DMAIC project methodology?
The DMAIC project methodology has five phases:
Define the problem, the voice of the customer, and the project goals, specifically.
Measure key aspects of the current process and collect relevant data.
Analyze the data to investigate and verify cause-and-effect relationships. Determine
what the relationships are, and attempt to ensure that all factors have been considered.
Seek out root cause of the defect under investigation.
Improve or optimize the current process based upon data analysis using techniques
such as design of experiments, poka yoke or mistake proofing, and standard work to
create a new, future state process. Set up pilot runs to establish process capability.
Control the future state process to ensure that any deviations from target are corrected before they result in defects. Implement control systems such as statistical process control, production boards, visual workplaces, and continuously monitor the process.
12. Describe the Tools and Techniques?
The Seven Basic Tools of Quality is a designation given to a fixed set of graphical
techniques identified as being most helpful in troubleshooting issues related to quality.[1]
They are called basic because they are suitable for people with little formal training in
statistics and because they can be used to solve the vast majority of quality-related issues.[2]
The tools are:
The cause-and-effect or Ishikawa diagram
The check sheet
The control chart
The histogram
The Pareto chart
The scatter diagram
Stratification (alternately flow chart or run chart)
The designation arose in postwar Japan, inspired by the seven famous weapons of Benkei. At
that time, companies that had set about training their workforces in statistical quality control
PART-A Q1. Define human resource management. Ans. Human resource management is the planning, organizing, directing, and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organizational and societal objectives are accomplished. Q2. State two objectives of HRM. Ans. a) To utilize the available human resources effectively. b) To increase to the fullest the employee’s job satisfaction and self-actualization. Q3. What is master-servant concept? Ans. At this stage, workers were no more than servants. A climate of ill-treatment, exploitation, follow-the-order, meager wages, absence of voice, rules, laws governing working conditions prevailed. ‘Hire and fire’ approach was used. Q4. What is commodity concept? Ans. Before industrial revolution, labour was treated as a commodity or slave. Employer did not think to give labour a human treatment. There were no fair wages, no healthy working conditions and no protection given to labour. Q5. “HR manager is a change agent.” Explain. Ans. He brings changes in the organization. He serves as an internal change agent to initiate improvements in personnel practices. He assists in introducing and implementing major institutional changes in the organization. He brings innovation in personnel activities. Q6. Do you think HR manager is a ‘functional expert’? How? Ans. Yes, he deals with the administrative practices that are central to what the HR department offers the organization ( recruitment, selection, payroll etc.) Q7. Describe two general responsibilities of HR manager. Ans. a) To develop the HR strategy as an integral part of the business strategy. b) To reorient the processes, priorities and skills of the HR department to facilitate and support the HR strategy as to value creation. Q8. What are the ‘leader’ and ‘educator’ roles of HR manager? Ans. As a leader-HR manager is basically concerned with people and groups of people. He presents his ideal behavior and sets his own example. He inspires his employees and motivates them towards better performance. As an educator-HR manager must be interested in learning and also in achieving growth. He provides opportunities for his employees to learn and to assimilate new ideas. He also reminds the management of their moral and ethical obligations towards employees. Q9. What is induction? Ans. To enable new recruits to perform their duties effectively, they are initiated in the organization and on the job.
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Q10. Explain the principle of ‘dignity of labour’. Ans. HRM should create a feeling of regard for ‘work’ among the employees. It should propagate such tenets as “Work is Worship”, “Each job is dignified” and “To be sincere in one’s duty”. Q11. What is welfare concept? Ans. To increase goodwill, employers adopted some welfare measures. Employers showed their willingness to improve the well being of workers. Hence, they provided some safety measures, health benefits, rest rooms, and medical care. Q12. What do you mean by human resource concept? Ans. According to this concept workers are regarded as the most valuable assets of an organization. Human resources are the key to success of the organization. Hence, these must be developed. Their psychological needs (social, esteem, recognition and self-actualization) are fulfilled. Q13. What is the scope of HRM? Ans. Specifically, the activities included are as follows:
Training and Development Organization/ Job Design Human Resource Planning Compensation and benefits
Q14. State two characteristics of human resource. Ans. a) HR function is concerned with the management of the human resources of an organization, in contrast to the material or financial resources. It is the task of bringing people and organizations together. b) It focuses on ‘action’ rather than on records or procedures. It solves personnel problems to achieve both organizational and employees personal goals. Q15. Explain the strategic function of HRM. Ans. HRM has linkages between the employment relationship and wider organizational strategies and corporate policies. It is essentially a strategically driven activity i.e. “HRM is about shaping and delivering corporate strategies with commitment and results”. Q16. Explain the HRM principle of individual development. Ans. A man has unlimited potential to grow. He must be developed to his fullest extent. If his capacity to work is not accentuated, the person may suffer from acrimony and his talent may be abated. To achieve this goal, proper training and guidance must be provided to employees. Q17. What is partner concept? Ans. Employees are accepted as partners in the progress of organization and community. Employer and employees become joint and co-entrepreneurs and managers in the organization. Better quality of working life is offered to employees. Q18. What is Functional Authority? Ans. The HR manager exercises functional control and authority to coordinate personnel activities. He acts as the “right arm of the top executive” to ensure that line managers are implementing the firm’s human resource policies and practices. Q19. What is the Liaison Man role of an HR manager? Ans. He coordinates the personnel activities of various departments. He serves as a connecting link. He acts as a “linking pin” between different departments of an organization.
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Q20. How is HR Manager a strategic partner? Ans. HR manager is a strategic partner in the strategy development process. He works with other top managers to formulate the company’s strategy as well as to execute it. PART-B Q21. Describe the various characteristics and facets of HRM. Ans. The following are the basic features and characteristics of HRM:
People oriented- HR function is concerned with the management of the human resources of an organization, in contrast to the material or financial resources. It is the task of bringing people and organizations together.
Human objective- The main object of HRM is to help employees to develop their potentialities and capacities to the full so that they can derive the greatest satisfaction from their work. It attempts at getting the willing cooperation of the people for the attainment of the desired goals.
Innovator role- As part of his service activities, the HR manager also carries out an “innovator” role. He performs it by providing “up-to-date information on current trends and new methods of solving problems.”
Action oriented- It focuses on ‘action’ rather than on records or procedures. It solves personnel problems to achieve both organizational and employees personal goals.
Q22. Explain the various principles of HRM. Ans. Human resource management has certain principles to guide the conduct of employees. These are as follows:
Principle of individual development- A man has unlimited potential to grow. He must be developed to his fullest extent. If his capacity to work is not accentuated, the person may suffer from acrimony and his talent may be abated. To achieve this goal, proper training and guidance must be provided to employees.
Principle of scientific selection- This principle states that the employees should be selected through proper tests and screening. The scientific analysis of the traits and abilities of the candidate must be made. His entire personality must be judged.
Principle of motivation- it is a basic principle of HRM. It is an act of stimulating someone to encourage a desired course of action. It refers to the degree of readiness of a man to pursue some goal. It is a direction, control and clarification of human behavior.
Principle of dignity of labour- HRM should create a feeling of regard for ‘work’ among the employees. It should propagate such tenets as “Work is Worship”, “Each job is dignified” and “To be sincere in one’s duty”.
Q23. What Does a Human Resources Manager, Generalist, or Director Do?
Ans. Human Resources Generalists, Managers, and Directors, depending on the size of the organization, may have overlapping responsibilities. In larger organizations, the Human Resources Generalist, the Manager, and the Director have clearly defined, separated roles in HR management with progressively more authority and responsibility in the hands of the Manager, the Director, and ultimately, the Vice President who may lead several departments including administration. HR directors, and occasionally HR managers, may head up several different departments that are each led by functional or specialized HR staff such as the training manager, the compensation manager, or the recruiting manager.
Human Resources staff members are advocates for both the company and the people who work in the company. Consequently, a good HR professional performs a constant balancing act to meet both needs successfully.
Q24. What are the differences between Personnel Management and HRM? Ans. Personnel management is more administrative in nature, dealing with payroll, complying with employment law, and handling related tasks. Human resources, on the other hand, is responsible for managing a workforce as one of the primary resources that contributes to the success of an organization. When a difference between personnel management and human resources is recognized, human resources is described as much broader in scope than personnel management. Human resources is said to incorporate and develop personnel management tasks, while seeking to create and develop teams of workers for the benefit of the organization. A primary goal of human resources is to enable employees to work to a maximum level of efficiency. Personnel management can include administrative tasks that are both traditional and routine. It can be described as reactive, providing a response to demands and concerns as they are presented. By contrast, human resources involves ongoing strategies to manage and develop an organization's workforce. It is proactive, as it involves the continuous development of functions and policies for the purposes of improving a company's workforce. Personnel management is often considered an independent function of an organization. Human resource management, on the other hand, tends to be an integral part of overall company function. Personnel management is typically the sole responsibility of an organization's personnel department. With human resources, all of an organization's managers are often involved in some manner, and a chief goal may be to have managers of various departments develop the skills necessary to handle personnel related tasks. As far as motivators are concerned, personnel management typically seeks to motivate employees with such things as compensation, bonuses, rewards, and the simplification of work responsibilities. From the personnel management point of view, employee satisfaction provides the motivation necessary to improve job performance. The opposite is true of human resources. Human resource management holds that improved performance leads to employee satisfaction. With human resources, work groups, effective strategies for meeting challenges, and job creativity are seen as the primary motivators.
Q25. Explain the nature of Human Resource Management. Ans. Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. The various features of HRM include: • It is pervasive in nature as it is present in all enterprises. • Its focus is on results rather than on rules. • It tries to help employees develop their potential fully. • It encourages employees to give their best to the organization. • It is all about people at work, both as individuals and groups. • It tries to put people on assigned jobs in order to produce good results. • It helps an organization meet its goals in the future by providing for competent and well-motivated employees. • It tries to build and maintain cordial relations between people working at various levels in the organization.
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• It is a multidisciplinary activity, utilizing knowledge and inputs drawn from psychology, economics, etc. Q26. What is the scope of HRM? Ans. The scope of HRM is very wide: 1. Personnel aspect-This is concerned with manpower planning, recruitment, selection, placement, transfer, promotion, training and development, layoff and retrenchment, remuneration, incentives, productivity etc. 2. Welfare aspect-It deals with working conditions and amenities such as canteens, creches, rest and lunch rooms, housing, transport, medical assistance, education, health and safety, recreation facilities, etc. 3. Industrial relations aspect-This covers union-management relations, joint consultation, collective bargaining, grievance and disciplinary procedures, settlement of disputes, etc. Q27. What are the objectives of HRM? Ans. The various objectives of HRM are as follows: • To help the organization reach its goals. • To ensure effective utilization and maximum development of human resources. • To ensure respect for human beings. To identify and satisfy the needs of individuals. • To ensure reconciliation of individual goals with those of the organization. • To achieve and maintain high morale among employees. • To provide the organization with well-trained and well-motivated employees. • To increase to the fullest the employee's job satisfaction and self-actualization. • To develop and maintain a quality of work life. • To be ethically and socially responsive to the needs of society. • To develop overall personality of each employee in its multidimensional aspect. • To enhance employee's capabilities to perform the present job. • To equip the employees with precision and clarity in trans¬action of business. • To inculcate the sense of team spirit, team work and inter-team collaboration.
Q28. What are the various functions of HRM? Ans. In order to achieve the above objectives, Human Resource Management undertakes the following activities: 1. Human resource or manpower planning. 2. Recruitment, selection and placement of personnel. 3. Training and development of employees. 4. Appraisal of performance of employees. 5. Taking corrective steps such as transfer from one job to another. 6. Remuneration of employees. 7. Social security and welfare of employees. 8. Setting general and specific management policy for organizational relationship. 9. Collective bargaining, contract negotiation and grievance handling. 10. Staffing the organization. 11. Aiding in the self-development of employees at all levels. 12. Developing and maintaining motivation for workers by providing incentives. 13. Reviewing and auditing man¬power management in the organization 14. Potential Appraisal. Feedback Counseling. 15. Role Analysis for job occupants. 16. Job Rotation. 17. Quality Circle, Organization development and Quality of Working Life.
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UNIT-2
PART-A Q1. Define Human resource planning. Ans. Human resource planning is the process by which management ensures that it has the right number and kinds of people in the right places, and at the right times, who are capable of effectively and efficiently completing those tasks that will help the organization achieve its overall objectives. Q2. What do you mean by Layoffs? Ans. It is the plan to deal with surpluses. It is usually avoided by firms. However, employee layoff is done when there is an economic downturn. Layoffs have the potential of reducing productivity since surviving employees feel demotivated. Q3. Define Downsizing. Ans. It is the reduction in jobs based on a desire to operate more efficiently. In order to bridge the demand-supply gap in terms of both the number and type of employees, several companies have eliminated thousands of jobs. Q4. What is Delphi technique? Ans. In this technique, the experts do not meet face to face. The first step in the Delphi process is to develop an anonymous questionnaire that asks the experts for an opinion and the reasons why they hold that opinion. The results of this questionnaire are complied and returned to the experts, along with a second anonymous questionnaire. Q5. What is job analysis? Ans. Job analysis is the process of studying and collecting information relating to the operations and responsibilities of a specific job. Q6. What is job description? Ans. Job description is a functional description of the contents what the job entails. Q7. What is job specification? Ans. Job specification focuses on the person i.e., the job holder. Job specification is a statement of the minimum levels of qualifications, skills, physical and other abilities and attributes. Q8. What is the use of job description? Ans. a) job grading and classification b) Placement and orientation of new employees. Q9. What is role analysis? Ans. A role consists of the total pattern of expected behavior. It includes interactions and sentiments of the jobholder. Q10. Define job enlargement. Ans. Job enlargement is expanding the scope of a job. It is a horizontal change generally involving the addition of one or more similar tasks to the individual job. Q11. What do you mean by job enrichment?
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Ans. Job enrichment refers to the vertical expansion of the jobs. It increase the degree to which the worker controls the planning, execution and evaluation of his work. Q12. What is the basic objective of job rotation? Ans. The basic objective of job rotation is to increase the skill and knowledge of the employee about related jobs. Q13. What do you mean by job diversity? Ans. job enlargement attacks the lack of diversity in over-specialized jobs. It increases job interest. For example, a clerk in an office who is doing the typing work only may also be assigned the tasks of drafting letters, etc. this will reduce his boredom. Q14. Define Recruitment. Ans. Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization. Q15. Name the internal sources of recruitment. Ans. Promotion, Transfer, past employees, dependents and Apprentice. Q16. What do you mean by selection? Ans. Selection is the process by which an organization choose from a list of screened applicants, the person or persons who best meet the selection criteria for the position available. Q17. What do you mean by intelligence test? Ans. Its aim at testing the mental capacity of a person with respect to reasoning, word fluency, numbers, memory, comprehension, picture arrangement, etc. it measures the ability to grasp, understand, reason and to make judgment. Q18. What is Preliminary interview? Ans. It is of quite short duration to see the worth of a candidate. Its object is the elimination of the obviously unqualified. In many instances, it is a stand-up interview conducted at a desk or railing. Q19. Explain situational tests. Ans. These combine aspects of both performance and personality testing. They are designed to observe how job applicants react to stressful but realistic real-life situations. Q20. What do you mean by depth interview? Ans. It is used to go into more detail on a particular subject of an important nature. For taking correct decision, candidate’s background and thinking are examined in detail. It makes exhaustive analysis. PART-B Q21. What is the importance of human resource planning in an organization? Ans. Following are other potential benefits of HRP:
Upper management has a better view of the HR dimensions of business decision. Personnel costs may be less because the management can anticipates imbalances before
they become unmanageable and expensive. More time is provided to locate talent Better opportunities exist to include women and minority groups in future growth plans. Better planning of assignments to develop managers can be done.
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Major and successful demands on local Labour markets can be made. Surplus or deficiency of employees strength is due to absence of planning.
Q22. What are the objectives of human resource planning? Ans. There are various objectives of HRP as follows:
Assessing manpower needs for future & making plans for recruitments & selection. Assessing skill requirement in future. Determining training & development needs of the organization. Anticipating surplus or shortage of staff & avoiding unnecessary detention or
dismissal. Controlling wages & salary casts. Ensuring optimum use of human resource in the organization. Helping the organization to cope with the technological development &
modernization. Ensuring higher labour productivity. Ensuring career planning of every employee of the organization & making
succession programmers. Q23. Explain the process of Human Resource Planning. Ans. Process of Human Resource Planning 1. Analyzing the Corporate Level Strategies: – Human Resource Planning should start with analyzing corporate level strategies which include expansion, diversification, mergers, acquisitions, reduction in operations, technology to be used, method of production etc. Therefore Human Resource Planning should begin with analyzing the corporate plans of the organization before setting out on fulfilling its tasks. 2. Demand forecasting: – Forecasting the overall human resource requirement in accordance with the organizational plans is one of the key aspects of demand forecasting. Forecasting of quality of human resources like skills, knowledge, values and capabilities needed in addition to quantity of human resources . 3. Analyzing Human Resource Supply: – Every organization has two sources of supply of Human Resources: Internal & External. Internally, human resources can be obtained for certain posts through promotions and transfers. Once the future internal supply is estimated, supply of external human resources is analyzed. 4. Estimating manpower gaps: – Manpower gaps can be identified by comparing demand and supply forecasts. Such comparison will reveal either deficit or surplus of Human Resources in the future. Employees estimated to be deficient can be trained while employees with higher, better skills may be given more enriched jobs. 5. Action Planning: – Once the manpower gaps are identified, plans are prepared to bridge these gaps. Plans to meet the surplus manpower may be redeployment in other departments and retrenchment. People may be persuaded to quit voluntarily through a golden handshake. Hence, the organization has to plan for retaining of existing employees. 6. Modify the Organizational plans: – If future supply of human resources form all the external sources is estimated to be inadequate or less than the requirement, the manpower planner has to suggest to the management regarding the alterations or modifications in the organizational plans. 7. Controlling and Review: – After the action plans are implemented, human resource structure and the processes should be controlled and reviewed with a view to keep them in accordance with action plans.
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Q24. What are the observations methods of job analysis?
Ans. OBSERVATION METHODS OF JOB ANALYSIS Methods of observation includes direct observation, work methods analysis, critical incident technique. 1. Direct observation Direct Observation is a method of job analysis to observe and record behavior / events / activities / tasks / duties while something is happening. 2. Work methods analysis Work methods analysis is used to describe manual and repetitive production jobs, such as factory or assembly-line jobs. Work methods analysis includes time and motion study and micro-motion analysis. 3. Critical incident technique (CIT model). Critical incident technique is a method of job analysis used to identify work behaviors that classify in good and poor performance. 4. INTERVIEW METHOD Interview method is a useful tool of job analysis to ask questions to both incumbents and supervisors in either an individual or a group setting. Interview includes structured Interviews, unstructured interview, open-ended questions. These are about 10 methods of interview such as: + group interview. + panel interview. + Stress interview.
Q25. What are the purpose of job analysis? Ans. Job Analysis plays an important role in recruitment and selection, job evaluation, job designing, deciding compensation and benefits packages, performance appraisal, analyzing training and development needs, assessing the worth of a job and increasing personnel as well as organizational productivity.
Recruitment and Selection: Job Analysis helps in determining what kind of person is required to perform a particular job. It points out the educational qualifications, level of experience and technical, physical, emotional and personal skills required to carry out a job in desired fashion. The objective is to fit a right person at a right place.
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Performance Analysis: Job analysis is done to check if goals and objectives of a particular job are met or not. It helps in deciding the performance standards, evaluation criteria and individual’s output. On this basis, the overall performance of an employee is measured and he or she is appraised accordingly. Training and Development: Job Analysis can be used to assess the training and development needs of employees. The difference between the expected and actual output determines the level of training that need to be imparted to employees. It also helps in deciding the training content, tools and equipments to be used to conduct training and methods of training. Compensation Management: Of course, job analysis plays a vital role in deciding the pay packages and extra perks and benefits and fixed and variable incentives of employees. After all, the pay package depends on the position, job title and duties and responsibilities involved in a job. The process guides HR managers in deciding the worth of an employee for a particular job opening. Job Designing and Redesigning: The main purpose of job analysis is to streamline the human efforts and get the best possible output. It helps in designing, redesigning, enriching, evaluating and also cutting back and adding the extra responsibilities in a particular job. This is done to enhance the employee satisfaction while increasing the human output. Q26. What Aspects of a Job Are Analyzed? Ans. Job Analysis should collect information on the following areas:
Duties and Tasks The basic unit of a job is the performance of specific tasks and duties. Information to be collected about these items may include: frequency, duration, effort, skill, complexity, equipment, standards, etc.
Environment This may have a significant impact on the physical requirements to be able to perform a job. The work environment may include unpleasant conditions such as offensive odors and temperature extremes. There may also be definite risks to the incumbent such as noxious fumes, radioactive substances, hostile and aggressive people, and dangerous explosives.
Tools and Equipment Some duties and tasks are performed using specific equipment and tools. Equipment may include protective clothing. These items need to be specified in a Job Analysis.
Relationships Supervision given and received. Relationships with internal or external people.
Requirements The knowledges, skills, and abilities (KSA's) required to perform the job. While an incumbent may have higher KSA's than those required for the job, a Job Analysis typically only states the minimum requirements to perform the job.
Q27. Differentiate between Recruitment and Selection. Ans. Both recruitment and selection are the two phases of the employment process. The differences between the two are: 1. Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation WHEREAS selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts. 2. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organisation, by attracting more and more employees to apply in the organisation WHEREAS the basic purpose of selection process is to choose the right candidate to fill the various positions in the organisation.
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3. Recruitment is a positive process i.e. encouraging more and more employees to apply WHEREAS selection is a negative process as it involves rejection of the unsuitable candidates. 4. Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned with selecting the most suitable candidate through various interviews and tests. 5. There is no contract of recruitment established in recruitment WHEREAS selection results in a contract of service between the employer and the selected employee. Q28. What are the merits and demerits of recruitment? Ans. MERITS OF RECRUITMENT 1.It leads to the preparation of the following before recruitment. - position description -position specifications -role of the job function -job responsibilities -job accountabilities -reporting to whom -who are reporting to the applicant -interactions with which departments -position in the organization structure 2.IT helps to determine for the applicant the requirements after the recruitment -induction -orientation -Job analysis -job Role/ -Job enrichment -Job rotation 3.IT helps to define of the applicant for -succession planning -talent management 4.IT helps to determine for the applicant programs for -training -education -development -management development -career planning /development. 5.IT helps to determine for the applicant -job evaluation - rewards -benefits 6.IT provides the input for HUMAN RESOURCE INFORMATION SYSTEM. 7.IT helps to meet the recruitment compliances like -equal opportunity guidelines -diversity guidelines etc 8.IT helps to select the BEST FIT for the organization 9. IT helps to generate a wider choice. 10.IT helps the organization to meet its strategic direction. DEMERITS ARE
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1. COST, it costs money to carry it out. 2. TIME, it takes time to carry it out.
UNIT-3 PART-A Q1. What do you mean by ‘Training’? Ans. Training is the act of increasing the knowledge and skill of an employee for doing a particular job. Q2. What is ‘development’ of human resources? Ans. Development includes both training to increase skill in performing a specific job and education to increase general knowledge and understanding of our total environment. Q3. What are the objectives of Training? Ans. a) To impart the new entrants the basic job knowledge and skill. b) To prepare employees for higher level tasks. Q4. What is refresher training? Ans. Refresher training is organized for existing employees for giving them training in latest developments in their jobs and technology. Q5. What is orientation training? Ans. This training provides new employees with information on such matters as company history, policies and procedures, pay and benefits, conditions of employment, safety practices, manufacturing processes and work rules. Q6. Explain the need of training. Ans. a) To increase productivity b) To improve quality of the product or service. Q7. What do you mean by ‘Training needs’? Ans. A training need is any shortfall in terms of employee knowledge, understanding, skill and attitudes against what is required by the job, or the demands of organizational change. Q8. Describe the various aspects of determining training needs. Ans. a) It diagnoses present problems and future challenges to be met through training and development. b) It can be used to enhance the effectiveness of diversity training programmes. Q9. Describe two benefits of on-the-job training. Ans. a) It motivates employees and make them productive. b) It is less expensive and consumes less time. The costs of a separate training facility and a full-time trainer are avoided. Q10. What do you mean by mentoring? Ans. In mentoring, a senior manager is paired with a more junior employee for the purpose of giving support, helping the employee learn the ropes, and for increasing responsibility. Hence, the mentor acts as an advisor and protector to the trainee.
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Q11. What is coaching? Ans. Coaching occurs between an employee and that person’s supervisor. It involves offering support and guidance where it is needed in a specific work activity. Q12. What do you mean by job rotation? Ans. This involves moving from one task to related tasks. It involves a series of assignments to different positions or departments for a specified period of time. Q13. What is Vestibule training? Ans. This training is conducted away from the actual work floor. Workers are trained on special machines in a separate location i.e. classrooms. Q14. Describe two benefits of lecture method. Ans. a) It is simple way off imparting knowledge to trainees. b) It requires less time. The trainer can present more material in a given amount of time than he can by any other method. Q15. What is Internship? Ans. In this method, students are given practical training while they study. Selected candidates carry on regular studies and they are also sent to factory or office during their vacations to get practical knowledge of their job. Q16. What is demonstration method of training? Ans. In this method, the trainer uses several examples and demonstrates the job to the trainee by performing it himself. These are often used with lectures, pictures, text materials, discussions, etc. Q17. Describe a few merits of Apprenticeship Programme. Ans. a) Trainees get some amount of stipend during training. b) The trainees acquire valuable skill which carries good demand in the market. c) it reduces production cost as labour turnover is very low. Q18. Describe ‘In-Basket Exercise’ method of training. Ans. This method is designed around the “incoming mail” of a manager. It involves simulation of a series of decisions a trainee might have to make in real life. A variety of decision situations are presented to trainee. Q19. What is tele-training? Ans. With tele-training, a trainer in a central location teaches groups of employees at remote locations via television hookups.
Q20. What do you mean by videoconferencing? Ans. This method allows people in one location to communicate live via a combination of audio and visual equipment with people in another city or country, or with groups in several cities. PART-B Q21. Explain the methods of training at work. Ans. On-the-job training - With on the job training, employees receive training whilst remaining in the workplace. The main methods of one-the-job training include:
Demonstration / instruction - showing the trainee how to do the job
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Coaching - a more intensive method of training that involves a close working relationship between an experienced employee and the trainee
Job rotation - where the trainee is given several jobs in succession, to gain experience of a wide range of activities (e.g. a graduate management trainee might spend periods in several different departments)
Projects - employees join a project team - which gives them exposure to other parts of the business and allow them to take part in new activities. Most successful project teams are "multi-disciplinary"
Off-the-job training - This occurs when employees are taken away from their place of work to be trained. Common methods of off-the-job training include:
Day release (employee takes time off work to attend a local college or training centre) Distance learning / evening classes Block release courses - which may involve several weeks at a local college Sandwich courses - where the employee spends a longer period of time at college (e.g. six
months) before returning to work Sponsored courses in higher education Self-study, computer-based training
Q22. How training program can be designed?
Ans. The design of the training program can be undertaken only when a clear training objective has been produced. The training objective clears what goal has to be achieved by the end of training program i.e. what the trainees are expected to be able to do at the end of their training. Training objectives assist trainers to design the training program. The trainer – Before starting a training program, a trainer analyzes his technical, interpersonal, judgmental skills in order to deliver quality content to trainers. The trainees – A good training design requires close scrutiny of the trainees and their profiles. Age, experience, needs and expectations of the trainees are some of the important factors that affect training design.
Training climate – A good training climate comprises of ambience, tone, feelings, positive
perception for training program, etc. Therefore, when the climate is favorable nothing goes wrong
but when the climate is unfavorable, almost everything goes wrong.
Trainees’ learning style – the learning style, age, experience, educational background of trainees
must be kept in mind in order to get the right pitch to the design of the program.
Training strategies – Once the training objective has been identified, the trainer translates it into
specific training areas and modules. The trainer prepares the priority list of about what must be
included, what could be included.
Training topics – After formulating a strategy, trainer decides upon the content to be delivered.
Trainers break the content into headings, topics, ad modules. These topics and modules are then
classified into information, knowledge, skills, and attitudes.
Sequence the contents – Contents are then sequenced in a following manner:
From simple to complex
Topics are arranged in terms of their relative importance
Q23. What is the role of a trainer in a company? Ans. The role of a trainer is to develop a competency and skill sets in an individual to perform his/her effectively and efficiently in the work place. The trainer should communicate to the trainees about what is expected out of training in a simple and professional way. The trainer plays a pivotal role from start to end of the training that includes the following:
Training plan Timing of different training sessions Choosing the relevant training methods Preparing the training materials and aids Conducting training sessions and Evaluating the post training session
Q24. What are the difference between Training and Development? Ans. Training and development are closely interrelated terms that aim to help in achieving the objectives of the company while at the same time increasing the efficiency and productivity of the employees. Though similar in a broader sense, there are many differences between training and development as follows:
Training of a new employee is an integral part of his induction and orientation. Training is imparted so that he understands his roles and responsibilities and learns to perform the tasks entrusted to him with ease and with efficiency. It is only after a brief training period that a new employee is able to perform his job at a satisfactory level. Training makes an employee more productive for the organization and is thus concerned with his immediate improvement.
Development of an employee is an ongoing process which continues well beyond training. The focus of development process is the person himself where the focus of training is the organization. Development concerns with making the employee efficient enough to handle critical situations in future. So while training concentrates on short term needs of the organization, development looks after long term goals of the organization.
Training often takes place in groups, and is an event that is variously called as workshops and seminars. However, training can also be one on one when a supervisor instructs a new employee on a machine. Sometimes a manager deliberately pairs up a new employee with an experienced one. This is done to make the new employee learn to do things correctly. This can be termed as employee development. Sometimes, a manager may entrust an employee the job that may not be a part of his duty but plays a part in his development.
Sometimes, development refers to techniques such as stress management, breathing exercises through Yoga and meditation that are not directly related with the production process of a company but play an important part in the development of the employee.
It is clear then that it is easy to see the tangible effects of a training program but difficult to quantify the benefits accruing to the company through employee development though it really helps employees to grow on a personal level. Q25. Discuss the importance of training. Ans. Importance of training are as follows:
Higher productivity – training improves employee performance. Trained employees use better methods of work, sound knowledge and good awareness of his goals. It results in increased quantity of work and output.
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Better quality of work life – training helps in standardizing the methods of work and right use of tools. Uniform work methods and procedures help to improve the quality of product or service.
Less learning time and cost – the training time and costs are reduced considerably by training. They need not waste their efforts in learning through trial and error.
Adaptability – training can help an employee to develop his ability to adapt to new work methods, new kinds of equipments, new contents of job and to new work relationships.
Job satisfaction – dissatisfactions, complaints, work tensions, fear, spoiled work, mental stress, frustration and absenteeism can be greatly reduced when employee are well-trained.
UNIT-4 PART-A Q1. Define job evaluation. Ans. Job evaluation is a process of determining the relative worth of the various jobs within the organization, so that differential wages may be paid to jobs of different worth. Q2. What is performance appraisal? Ans. Performance appraisal is the specific and formal evaluation of an employee to determine the degree to which the employee is performing his job effectively. Q3. What is the purpose of job evaluation? Ans. a) To have external and internal consistency in wage structure and to remove inequalities in wages. b) To solve wage and salary controversies. Q4. What is job grading method? Ans. In this, yardstick is provided in the form of job classes or grades. Jobs are measured as whole jobs. A scale of values is created with which jobs and their job descriptions can be compared. Q5. What is factor comparison method? Ans. Job evaluators rank jobs that have similar responsibilities and tasks according to points assigned to compensable factors. The evaluators then analyze jobs in the external labor market to establish the market rate for such factors. Jobs across the organization are then compared to the benchmark jobs according to the market rate of each job's compensable factors to determine job salaries. Q6. What is market comparison method? Ans. Job evaluators compare compensation for your organization's jobs to the market rate for similar jobs. This method requires accurate market-pricing surveys. Q7. What are the approaches in performance appraisal? Ans. Intuitive approach In this approach, a supervisor or manager judges the employee based on their perception of the employee's behavior. · Self-appraisal approach Employees evaluates their own performance using a common format. · Group approach the employee is evaluated by a group of persons. Q8. Define 360 degree appraisal. Ans. 360 degree respondents for an employee can be his/her peers, managers (i.e. superior), subordinates, team members, customers, suppliers/ vendors - anyone who comes into contact with
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the employee and can provide valuable insights and information or feedback regarding the "on-the-job" performance of the employee. Q9. Discuss three criteria of performance appraisal. Ans. a) Reliability: a measure of performance must be consistent. b) Relevance: a measure of performance must be related to the actual output of an incumbent as logically as possible. c) Acceptability: the criterion should be deemed to be satisfactory or adequate by those who use it. Q10. Define the term ‘Health’. Ans. A state of complete physical, mental and social well-being and not merely the absence of disease or illness or infirmity. Q11. What is result appraisal? Ans. It focus on the record of outcomes that the person achieved on the job. These are work-oriented appraisals. Q12. What are the merits of graphic rating scale? Ans. a) Rating scales are less time-consuming to develop and administer. b) They allow many employees to be rated quickly. Q13. What is checklists? Ans. In the checklists, the evaluator uses a list of “behavioral descriptions” and ticks those behaviors that apply to the employee. Q14. What is Appraisal by objectives? Ans. Employees are evaluated by how well they accomplish a specific set of objectives that have been determined for their job. This method is also known as management by objectives. Q15. Define Assessment centre method. Ans. In this method, job-related characteristics are evaluated to determine employee potential for promotion. The evaluators prepare a summary report and feedback is also provided to the employees who ask for it. Q16. What are the characteristic of job evaluation? Ans. a) Job evaluation is a ranking of jobs, not people. b) It follows job analysis which provides data in respect of each job. Q17. State the merits of Factor Comparison method. Ans. a) It is a sophisticated and quantitative ranking method. b) There is no problem of translating points into monetary values. Q18. What are the demerits of Factor Comparison method? Ans. a) It is dependent on key jobs as anchor points. b) It requires proper training to use it. Q19. Describe the principles of job evaluation. Ans. a) The factors selected should be less in number. b) The job evaluation plan must be acceptable to employees.
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Q20. What do you mean by Social Security? Ans. Social security is the security that society furnishes through appropriate organization against certain risks to which its members are exposed. These risks are essentially contingencies of life which the individual of small means cannot effectively provide by his own ability, or foresight alone or even in private combination with his fellows. PART-B Q21. What is Ranking method of job evaluation? Explain its merits and demerits. Ans. Ranking jobs is the easiest, fastest, and least expensive approach to job evaluation. It is also most effective in smaller organizations with few job classifications. To rank positions, order jobs from highest to lowest based on their relative value to your organization. The process of job ranking typically assigns more value to jobs that require managerial or technical competencies. More value is also assigned to jobs that supervise, exercise decision-making authority, or rely on independent judgment. For example, a job-ranking system might rank the job of CEO as the most valued job within the organization and the job of product assembler as the least valued. Advantages Simplicity is the main advantage in using a ranking system. It is also easy to communicate the results to employees, and it is easy to understand. Disadvantages Ranking jobs is subjective. Jobs are evaluated, and their value and complexity are often assessed on the basis of opinion. Also, when creating a new job, existing jobs must be reranked to accommodate the the new position. Q22. What are the common purposes of job evaluation? Explain the factors affecting the job values? Ans. Common purposes of job evaluation include: a. Employment • Identify “families” of occupations, • Evaluate “fit” between candidates and job requirements, and • Develop career paths. • Identify skills and competencies needed for successful performance, b. Pay administration • Define key responsibilities and skills to aid in conducting salary surveys, and • Assign jobs to a grade structure. • Develop a grade structure and pay ranges, c. Internal equity • Determine whether different jobs have comparable requirements and responsibilities, and • Ensure compliance with the Equal Pay Factors affecting the job values a. Market rates - It can be said that a job is worth what the market says it is worth. Retaining people will be very difficult if their rates of pay are not kept in line with those prevailing in the local and national labor markets. b. Negotiated pay scales - The negotiated rates will be influenced by the market rates, the relative strength of the employers and the unions, the economic situation, legislation, and government anti-inflationary pay regulations. c. Internal relativities and equity - They should aim to achieve equity in the sense that individuals should feel that their rewards are in balance both with their own output in the shape of effort, skill and contribution, and with the rewards received by others in relation to their output.
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Q23. What are the basic principles of job evaluation? Ans. Some Principles of Job Evaluation
Clearly defined and identifiable jobs must exist. These jobs will be accurately described in an agreed job description.
All jobs in an organisation will be evaluated using an agreed job evaluation scheme. Job evaluators will need to gain a thorough understanding of the job Job evaluation is concerned with jobs, not people. It is not the person that is being
evaluated. The job is assessed as if it were being carried out in a fully competent and acceptable
manner. Job evaluation is based on judgement and is not scientific. However if applied correctly it
can enable objective judgements to be made. It is possible to make a judgement about a job's contribution relative to other jobs in an
organisation. The real test of the evaluation results is their acceptability to all participants. Job evaluation can aid organisational problem solving as it highlights duplication of tasks
and gaps between jobs and functions. Q24. What are the components of employee remuneration? Ans. They are as follows: Annual salary – based on conditions in the relevant geographic market, with provision to recognize, in addition, the value of an individual’s sustained personal performance, resulting from their ability and experience. Annual bonus – a lump-sum payment related to the targeted achievement of corporate, functional and individual goals, measured over a year and contained within a specific plan. The corporate goals are derived from the annual financial targets set by the Board and take into account external expectations of performance. The functional goals are agreed by the Remuneration Committee at the start of, and are monitored throughout, the year. Bonuses are not pensionable. Benefits (such as healthcare) – cost-effective and compatible with relevant welfare arrangements. Short-term bonus – a lump-sum payment related to the targeted achievement of corporate, functional and individual goals, measured over a year and contained within a specific plan. The corporate goals are derived from the annual financial targets set by the Board and take into account external expectations of performance. The functional goals are agreed by the Remuneration Committee at the start of, and are monitored throughout, the year. Bonuses are not pensionable. Individual goals are based on annual objectives which are linked to functional goals. Share participation – various plans provide the opportunity for employees to take a personal stake in the Company’s wealth creation as shareholders. Q25. What are the Uses of an appraisal system? Ans. A properly designed performance appraisal system can :
help each employee understand more about their role and become clear about their functions;
be instrumental in helping employees to better understand their strengths and weaknesses with respect to their role and functions in the organization;
help in identifying the developmental needs of employees, given their role and function; increase mutuality between employees and their supervisors so that every employee
feels happy to work with their supervisor and thereby contributes their maximum to the organization;
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act as a mechanism for increasing communication between employees and their supervisors. In this way, each employee gets to know the expectations of their superior, and each superior also gets to know the difficulties of their subordinates and can try to solve them. Together, they can thus better accomplish their tasks;
provide an opportunity to each employee for self-reflection and individual goal-setting, so that individually planned and monitored development takes place;
help employees internalize the culture, norms and values of the organization, thus developing an identity and commitment throughout the organization;
help prepare employees for higher responsibilities in the future by continuously reinforcing the development of the behavior and qualities required for higher-level positions in the organization;
be instrumental in creating a positive and healthy climate in the organization that drives employees to give their best while enjoying doing so; and
assist in a variety of personnel decisions by periodically generating data regarding each employee.
Q26. What is 360 degree appraisal technique? Explain.
Ans. 360 degree feedback, also known as 'multi-rater feedback', is the most comprehensive appraisal where the feedback about the employees’ performance comes from all the sources that come in contact with the employee on his job. this method is being used in the (MARUTHI SUZUKI and HCL)
360 degree respondents for an employee can be his/her peers, managers (i.e. superior), subordinates, team members, customers, suppliers/ vendors - anyone who comes into contact with the employee and can provide valuable insights and information or feedback regarding the “on-the-job” performance of the employee.360 degree appraisal has four integral components: 1. Self appraisal 2. Superior’s appraisal 3. Subordinate’s appraisal 4. Peer appraisal. Self appraisal gives a chance to the employee to look at his/her strengths and weaknesses, his achievements, and judge his own performance. Superior’s appraisal forms the traditional part of the 360 degree appraisal where the employees’ responsibilities and actual performance is rated by the superior. Subordinates appraisal gives a chance to judge the employee on the parameters like communication and motivating abilities, superior’s ability to delegate the work, leadership qualities etc. Also known as internal customers, the correct feedback given by peers can help to find employees’ abilities to work in a team, co-operation and sensitivity towards others.
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Self assessment is an indispensable part of 360 degree appraisals and therefore 360 degree Performance appraisal have high employee involvement and also have the strongest impact on behavior and performance. It provides a "360-degree review" of the employees’ performance and is considered to be one of the most credible performance appraisal methods. 360 degree appraisal is also a powerful developmental tool because when conducted at regular intervals (say yearly) it helps to keep a track of the changes others’ perceptions about the employees. A 360 degree appraisal is generally found more suitable for the managers as it helps to assess their leadership and managing styles. This technique is being effectively used across the globe for performance appraisals. Some of the organizations following it are Wipro, Infosys, and Reliance Industries etc. Q27. What are the Traditional methods of Performance appraisal? Ans. 1. ESSAY APPRAISAL METHOD - This traditional form of appraisal, also known as “Free Form method" involves a description of the performance of an employee by his superior. The description is an evaluation of the performance of any individual based on the facts and often includes examples and evidences to support the information. A major drawback of the method is the inseparability of the bias of the evaluator. 2. STRAIGHT RANKING METHOD -This is one of the oldest and simplest techniques of performance appraisal. In this method, the appraiser ranks the employees from the best to the poorest on the basis of their overall performance. It is quite useful for a comparative evaluation. 3. PAIRED COMPARISON A better technique of comparison than the straight ranking method, this method compares each employee with all others in the group, one at a time. After all the comparisons on the basis of the overall comparisons, the employees are given the final rankings. 4. CRITICAL INCIDENTS METHODS -In this method of Performance appraisal, the evaluator rates the employee on the basis of critical events and how the employee behaved during those incidents. It includes both negative and positive points. The drawback of this method is that the supervisor has to note down the critical incidents and the employee behavior as and when they occur. 5. FIELD REVIEW-In this method, a senior member of the HR department or a training officer discusses and interviews the supervisors to evaluate and rate their respective subordinates. A major drawback of this method is that it is a very time consuming method. But this method helps to reduce the superiors’ personal bias. 6. CHECKLIST METHOD The rate is given a checklist of the descriptions of the behavior of the employees on job. The checklist contains a list of statements on the basis of which the rater describes the on the job performance of the employees. 7. GRAPHIC RATING SCALE -In this method, an employee’s quality and quantity of work is assessed in a graphic scale indicating different degrees of a particular trait. The factors taken into consideration include both the personal characteristics and characteristics related to the on the job performance of the employees. For example a trait like Job Knowledge may be judged on the range of average, above average, outstanding or unsatisfactory. 8. FORCED DISTRIBUTION -To eliminate the element of bias from the rater’s ratings, the evaluator is asked to distribute the employees in some fixed categories of ratings like on a normal distribution curve. The rater chooses the appropriate fit for the categories on his own discretion. Q28. Explain the modern methods of performance appraisal.
Ans. ASSESSMENT CENTRES -An assessment centre typically involves the use of methods like social/informal events, tests and exercises, assignments being given to a group of employees to assess their competencies to take higher responsibilities in the future. Generally, employees are given an assignment similar to the job they would be expected to perform if promoted. The trained evaluators observe and evaluate employees as they perform the assigned jobs and are evaluated on job related characteristics. The major competencies that are judged in assessment centers are interpersonal skills, intellectual capability, planning and organizing capabilities, motivation, career orientation etc. assessment centers are also an effective way to determine the training and development needs of the targeted employees. BEHAVIORALLY ANCHORED RATING SCALES Behaviorally Anchored Rating Scales (BARS) is a relatively new technique which combines the graphic rating scale and critical incidents method. It consists of predetermined critical areas of job performance or sets of behavioral statements describing important job performance qualities as good or bad . These statements are developed from critical incidents. In this method, an employee’s actual job behavior is judged against the desired behavior by recording and comparing the behaviour with BARS. Developing and practicing BARS requires expert knowledge. HUMAN RESOURCE ACCOUNTING METHOD - Human resources are valuable assets for every organization. Human resource accounting method tries to find the relative worth of these assets in the terms of money. In this method the Performance of the employees is judged in terms of cost and contribution of the employees. The cost of employees include all the expenses incurred on them like their compensation, recruitment and selection costs, induction and training costs etc whereas their contribution includes the total value added (in monetary terms). The difference between the cost and the contribution will be the performance of the employees. Ideally, the contribution of the employees should be greater than the cost incurred on them.
UNIT-5 PART-A Q1 What is Strategic Human Resource Management? Ans. This is the step-by-step plan of action by which an organization employs, utilizes or manages, develops, and deploys its human resources in order to attain its defined corporate mission and objectives. Q2. What are the Benefits of a Strategic Approach to HR? Ans. * Facilitates development of high-quality workforce through focus on types of people and skills needed * Facilitates cost-effective utilization of labor, particularly in service industries where labor is generally greatest cost * Successful SHRM efforts begin with identification of strategic needs Q3. Define human capital. Ans. The set of skills which an employee acquires on the job, through training and experience, and which increase that employee's value in the marketplace.
Q4. What is Emotional Quotient? Ans. Emotional Quotient (EQ) refers to an employee’s ability and understanding of his or her emotions along with his or her colleagues’ emotions at the workplace to create better work coordination and environment. Q5. Define mentoring. Ans. Mentoring is a tool that organizations can use to nurture and grow their people. It can be an informal practice or a formal program. Q6. State the qualities of a good leader or a manager. Ans. a) Be able to think creatively to provide a vision for the company and solve problems b) Be calm under pressure and make clear decisions c) Possess excellent two-way communication skills d) Have the desire to achieve great things Q7. What are the merits of paternalistic approach? Ans. a) More two-way communication so motivating b) Workers feel their social needs are being met Q8. Explain the demerits of paternalistic approach. Ans. a) Slows down decision making b) Still quite a dictatorial or autocratic style of management Q9. What is autocratic management style? Ans. Senior managers take all the important decisions with no involvement from workers. Q10. Define paternalistic management style. Ans. Managers make decisions in best interests of workers after consultation. PART-B Q11. Explain the role of HR in strategic planning. Ans. Here are some reasons to include HR in the planning process: 1. Selection and Staffing: When goals are set, it’s people who work to fulfill those goals. Having the right people in the right places is vital, and if new hiring is to occur, finding the right people is equally vital. HR folks are usually on top of the employee market, and decisions will be more effective if HR knows firsthand the clear direction of the company. They can immediately speak to any potential conflicts between what a company wants and what is truly realistic in HR terms, thus helping ensure the plans are workable right from the start. 2. Organizational Development: Strategic planning often encompasses change in workplace systems or processes. Although individual departments are likely aware of the status of their own departments, HR folks are often aware of group initiatives and changes that has occurred company-wide. Accordingly, they will be able to speak to OD issues with unique insights on how changes may impact systems and processes already in place. 3. Training & Development: Research shows that only 20% of the workforce has the skills that will be required ten years from now. That means training and development are guaranteed to be needed at some point of the strategic growth process. Again, HRD folks will be able to speak instantly to any issues, and possibly provide input that could help a company achieve its goals faster.
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Q12. What are the steps which are helpful for developing and increase Emotional Quotient? Ans. 1. Focus your attention on where you feel those lower emotional feelings in your body – focus on how you are feeling that emotion. 2. Once you have identified the lower emotion and are connected with it, purposefully relax and begin to take slow and deep breaths. If it helps, you can imagine the air that you inhale as pure, peaceful, white energy, and as you exhale, imagine your lower emotions releasing with each breath, leaving only the pure, peaceful, white energy inside you. 3. As you continue to breathe deeply, and find yourself beginning to relax, try to understand the true reasons for feeling as you do. 4. Once you have identified the true cause for your feelings, look at the situation through the eyes of the other person, try to understand how they are feeling and where they are coming from based on your actions. Q13. What are the assumptions of mentoring program? Ans. Deliberate learning is the cornerstone. The mentor's job is to promote intentional learning, which includes capacity building through methods such as instructing, coaching, providing experiences, modeling and advising. Both failure and success are powerful teachers. Mentors, as leaders of a learning experience, certainly need to share their "how to do it so it comes out right" stories. They also need to share their experiences of failure, i.e., "how I did it wrong". Both types of stories are powerful lessons that provide valuable opportunities for analyzing individual and organizational realities. Leader need to tell their stories. Personal scenarios, anecdotes and case examples, because they offer valuable, often unforgettable insight, must be shared. Mentors who can talk about themselves and their experiences establish a rapport that makes them "learning leaders." Development matures over time. Mentoring -- when it works -- taps into continuous learning that is not an event, or even a string of discrete events. Rather, it is the synthesis of ongoing event, experiences, observation, studies, and thoughtful analyses. Mentoring is a joint venture. Successful mentoring means sharing responsibility for learning. Regardless of the facilities, the subject matter, the timing, and all other variables. Successful mentoring begins with setting a contract for learning around which the mentor, the protégé, and their respective line managers are aligned. Q14. Explain paternalistic approach in detail. Ans. Paternalistic managers give more attention to the social needs and views of their workers. Managers are interested in how happy workers feel and in many ways they act as a father figure (pater means father in Latin). They consult employees over issues and listen to their feedback or opinions. The manager will however make the actual decisions (in the best interests of the workers) as they believe the staff still needs direction and in this way it is still somewhat of an autocratic approach. The style is closely linked with Mayo’s Human Relation view of motivation and also the social needs of Maslow. Q15. Discuss the model of strategic management process. Ans. The strategic management process is typically broken down into five steps: 1. mission and goals 2. environmental analysis 3. strategic formulation 4. strategy implementation
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5. strategy evaluation. The first step in the strategic management model begins with senior managers evaluating their position in relation to the organization’s current mission and goals. The mission describes the organization’s values and aspirations; it is the organization’s raison d’être and indicates the direction in which senior management is going. Goals are the desired ends sought through the actual operating procedures of the organization and typically describe short-term measurable outcomes. Environmental analysis looks at the internal organizational strengths and weak- The factors that are most important to the organization’s future are referred to as strategic factors and can be summarized by the acronym SWOT – Strengths, Weaknesses, Opportunities and Threats. Strategic formulation involves senior managers evaluating the interaction between strategic factors and making strategic choices that guide managers to meet the organization’s goals. Some strategies are formulated at the corporate, business and specific Functional levels. Strategy implementation is an area of activity that focuses on the techniques used by managers to implement their strategies. In particular, it refers to activities that deal with leadership style, the structure of the organization, the information and control systems, and the management of human Strategy evaluation is an activity that determines to what extent the actual change and performance match the desired change and performance. The strategic management model depicts the five major activities as forming a rational and linear process. Q16. Explain the corporate level strategy. Ans. Corporate-level strategy describes a corporation’s overall direction in terms of its general philosophy towards the growth and the management of its various business units. Such strategies determine the types of business a corporation wants to be involved in and what business units should be acquired, modified or sold. This strategy addresses the question, ‘What business are we in?’ Devising a strategy for a Multidivisional company involves at least four types of initiative:
establishing investment priorities and steering corporate resources into the most attractive business units
initiating actions to improve the combined performance of those business units with which the corporation first became involved
finding ways to improve the synergy between related business units in order to increase performance
making decisions dealing with diversification. Q17. What are the Dimensions of strategic human resource management? Ans. In addition to focusing on the validity of the matching SHRM model and typologies of HR strategy, a number of important themes associated with the notion of SHRM that are discussed briefly here and, with the exception of leadership, These are:
HR practices and performance re-engineering organizations and work leadership workplace learning trade unions